‘Taste the Feeling’ of Coca-Cola’s love for data

Coca-Cola may be known for bringing people together, but this wasn’t always the case. Its cross-functional operations were once very decentralized, but after implementing its shared service center using a centralized SaaS model, everything changed. Karla Younger, VP of HR Services, and her team have found the recipe for success – the data reveals the support function’s history and projects its future need.

“When we created shared services we lifted and shifted those operations into our model. So we didn’t necessarily transform before we moved it in,” says Karla Younger, the Vice President of HR Services for Coca-Cola refreshments.

Karla on Coca-Cola was first published on HRSSOutsourcing.com

Now, thanks to a centralized SaaS model, Karla and her team have the recipe for Shared Services Success by having a look at just what’s happening in the support they provide. After collecting this intelligence, the data reveals the history of the support function and projects future need. The foundation of the transformation is really about merging all the data together to become more and more integrated. Only after integration is achieved can senior executives become fully aware of all the touchpoints. The final, fully-baked result is the emergence of a better functional picture based off of the interweaving data points.

“In the SaaS model you can do it a lot faster. It’s more agile, so you can start to build configurations, review it, tweak it and continue in that iterative cycle … we’ve been doing that with new technologies we’ve been putting in place and it’s much faster than we saw other like-ERP type of technologies in the past,” she says.

In the future, Coca-Cola wants to amp up automation for a faster turn around on employees’ more complex inquiries. Mobile apps will play a key role in delivering this information in a quicker and more effective way. Of course, the way to meet this constant evolution of technology, and continue the center’s reputation for groundbreaking innovation, is by mining for talent within the employees themselves.

“We have found individuals within our organization who have skills that we’re not necessarily using. So, we’ve been really focusing on providing some stretch opportunities, developing individuals, being able to flex them around as we have other initiatives and projects going on, and that’s worked really well over the last few years,” she says.